Managing Path Dependency in Digital Transformation Processes: A Longitudinal Case study of an Enterprise Document Management Platform

Abstract

Abstract This paper explores the role of enterprise platforms in the context of pervasive enterprise-wide processes of digital transformation. The paper empirically illustrates and theorizes on how digital transformation processes are challenged by inertia rooted in existing historical layers of technical and social arrangements. Empirically, we report from a longitudinal case study of a global oil and gas company following their various attempts at digitally transforming their document management practices and platforms. After prolonged efforts to facilitate transformation with an enterprise platform they eventually succeed with digital transformation after nearly six years. In making sense of this, we build on path theory and assemblage theory and theorize digital transformation as a path dependent process, where new paths can be created through stabilizing new assemblages and de-destabilizing others. The paper contributes by theorizing the role of inertia in digital transformation processes and the role of enterprise platforms. We conclude by giving insights on how practitioners can manage path dependency in digital transformation processes.